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The Challenge of Developing Transformational Leadership in the Public Sector

The Challenge of Developing Transformational Leadership in the Public Sector. JOE WALLIS AMERICAN UNIVERSITY OF SHARJAH. Evolution, Revolution and Renewal in Public Management. Evolution, Revolution and Renewal in Public Management. Hirschmanian Pattern of Reform Rhetoric.

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The Challenge of Developing Transformational Leadership in the Public Sector

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  1. The Challenge of Developing Transformational Leadership in the Public Sector JOE WALLIS AMERICAN UNIVERSITY OF SHARJAH

  2. Evolution, Revolution and Renewal in Public Management

  3. Evolution, Revolution and Renewal in Public Management

  4. Hirschmanian Pattern of Reform Rhetoric

  5. Rhetoric of Public Service Renewal and Leadership Development

  6. Implicit Presumption of PVM Public managers can be induced to change their behavior so that it reflects the image of a transformational leader who takes responsibility for mobilizing networks of in pursuit of initiatives that create public value.

  7. Characteristics of Public Value-Creating Initiatives • Substantively Valuable • Organizationally and Administratively Feasible • Legitimate and Politically Sustainable

  8. Public Value-Seeking Leadership

  9. Implicit Motivational Assumption of Leadership Development Programs • Public managers will identify themselves with an image of the type of leader they want to become and struggle to bring their behavior into line with this image when they are made aware of an image gap. • To change their leadership behavior, they must be challenged to • Reformulate their leader image • Reflect on feedback about the impression left by their actual behavior • Interact with actors who provide them with the emotional support to sustain hope in the worth and possibility of behavioral change in the face of potential disappointments

  10. LEA Diagnostic

  11. LEA Diagnostic

  12. LEA Diagnostic

  13. Transformational Leadership Gap

  14. Transformational Leadership Gap in Irish Public Sector(Aggregate LEA data: 2001-5)

  15. Implications of Self-Report of Risk Averse Leadership Behavior • Many public managers do not identify with the image of the transformational leader. • Hood (1996) developed a typology of public service bargains that differentiate ‘explicit or implicit agreements between public servants . . . . and those they serve” that “identify what the various players gain and what they give up relative to one another” with regard to rewards, competencies and responsibilities’ • Where reform does not change the basic agency structure of PSBs but changes the incidence of serial loyalist or delegated agency forms, public managers may still not identify with the transformational image since • They continue to operate under a serial loyalist bargain under which they hope to achieve a reputation of being a ‘safe pair of hands’ who can be trusted with access to the counsels of successive political leaders. • The credibility of political commitment to allow them to develop a transformational reputation under a delegated agency bargain is weakened by expectations of ‘principal cheating’.

  16. Preliminary Interview Evidence • Interviewed public managers who credibly identified themselves as transformational leaders. • Found that • they were either ‘policy entrepreneurs’ under serial loyalist PSBs or ‘organizational change agents’ under delegated agency PSBs; • they valued public recognition less than support from a network that included political champions, organizational ‘followers’, aspirant leaders in the broad public services and key customers and suppliers in the priavte and non-profit sector.

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